\u201cDon\u2019t fight the evolutionary process.... The technology is here, the demand is high, and the end-user community is installing it now....\u201cThe changes in computing that end users are demanding will have a positive impact on your business. Yet, left alone, end users will not be able to maintain the quality and security of your company\u2019s information.\u201dThese quotes come not from Ben Worthen\u2019s cover story, \u201cUsers Who Know Too Much,\u201d Page 40, but from a column that ran in CIO more than 15 years ago, in December 1991, called \u201cEnd (User) Game,\u201d about managing end-user computing in a distributed as opposed to a mainframe computing environment. While the issues may sound similar (history does have a way of repeating itself), the appropriate response couldn\u2019t be more different. Fifteen years ago, author David O\u2019Brien counseled readers, appropriately, that \u201call hardware [and software] connected to the network should be approved by and installed under the guidance of IS.\u201d Further, \u201cBulletin board\u2013style programs should never be allowed because of the risk of computer viruses.\u201d The advice went on in that vein, using phrases like \u201cshould conform,\u201d \u201cshould be approved\u201d and so forth. Contrast that to Worthen\u2019s warning that \u201cprohibiting nonstandard technologies is a doomed strategy.\u201dWhen truly significant shifts take place, there is a tendency for camps to polarize. Those with a vested interest in the change argue that everything is different and the old rules no longer apply. Those with a vested interest in the established order argue that any change will have a negative if not a disastrous effect, and all their energy goes into preserving a status quo that in this case (we believe) simply cannot be preserved.Leaders who allow this polarization to develop will find their organizations expending enormous amounts of energy on a fruitless game of tug-of-war that can only end with half their team (probably corporate IT) sprawled, defeated and wet, in the symbolic stream that divides the two sides and the other half (the end users) gloating over their victory and in possession of the symbolic rope\u2014which, if they\u2019re left to their own devices, will certainly be enough to hang themselves with.The organizations that will adapt most quickly and successfully are the ones that do not frame this shift in black-and-white terms. Transformation doesn\u2019t come from running willy-nilly into the void, and maintaining the security and integrity of your environment won\u2019t be achieved by rejecting everything new that comes along. The key to capitalizing on change is to remain open to it, gather as much information as you can about what\u2019s happening and why, encourage debate and then adapt appropriately. For advice on how to do this, read Worthen\u2019s article.Don\u2019t make this IT\u2019s Last Stand\u2014that won\u2019t be good for anyone.